Make It Matter

About the Author

Scott Mautz, a seasoned executive with over two decades of experience at Procter & Gamble, is a distinguished expert in leadership and organizational behavior. He has led multiple billion-dollar divisions and is renowned for his insights on creating meaningful work environments. Mautz is also a sought-after speaker and consultant, dedicated to helping managers cultivate purpose and engagement within their teams. His deep understanding of corporate dynamics and human motivation makes him an authoritative voice on the subject of meaningful work.

Main Idea

In "Make It Matter: How Managers Can Motivate by Creating Meaning," Scott Mautz emphasizes the critical role of meaning in enhancing employee engagement and performance. Mautz argues that the key to combating widespread disengagement is to create a work environment where employees find personal significance in their roles. By identifying and leveraging seven "Markers of Meaning," managers can transform workplaces into spaces where employees are motivated, committed, and fulfilled. These markers provide a framework for leaders to foster a sense of purpose, growth, and connection among their teams.

Table of Contents

1. Introduction
2. Definition: Why Meaning Matters
3. Direction: The Potency of Purpose
4. Discovery: Learning and Personal Growth
5. Devotion: Cultures of Consequence
6. Diligence: A Plan to Make it Matter

Introduction

The introduction sets the stage by highlighting the pervasive issue of employee disengagement. Mautz recounts a story about Nobel prize-winning physicist Richard Feynman, who revitalized a team of disengaged engineers by connecting their work to a higher purpose—contributing to the creation of the atomic bomb. This story exemplifies how meaning can drastically enhance performance and commitment.

Mautz uses this historical anecdote to illustrate the transformative power of meaningful work. When employees understand the significance of their contributions, they become more engaged and motivated. The introduction serves as a compelling call to action for managers to rethink how they can create environments that foster meaning and purpose.

Definition: Why Meaning Matters

Mautz delves into the importance of meaning at work. He cites Gallup research indicating that a staggering 71% of American workers are disengaged. This disengagement leads to lower productivity and satisfaction. The solution, Mautz posits, is to imbue work with meaning, driving employees to invest their physical, cognitive, and emotional energy. Meaning fosters a sense of significance and purpose, leading to what Mautz calls "profound performance."

"Meaning is the performance enhancer of our times." — Scott Mautz

He introduces the "Markers of Meaning," which include direction, discovery, and devotion, each encompassing specific conditions that create a fulfilling work environment. These markers act as guiding principles for managers to help their employees find deeper engagement and satisfaction in their work.

Mautz explains that when work has meaning, it drives the expenditure and investment of discretionary energy on a physical, cognitive, and emotional level. It's the feeling that you matter and are making a difference; your engagement is paying off. He emphasizes that meaning is not a luxury but a necessity for achieving high performance and personal fulfillment.

A shocking number of people, Mautz points out, sadly accept their fate at work. They are effectively quitting and staying—settling for a paycheck, abandoning hope of finding fulfillment in their jobs, and knowing that they aren't performing anywhere near their maximum potential. Managers with the best intentions try a variety of tactics to elevate performance, but often miss the crucial element of meaning.

Direction: The Potency of Purpose

Mautz emphasizes the power of purpose in work. He explains that individuals often define themselves by their occupations, which can lead to dissatisfaction if the work lacks significance. By discovering and articulating a higher-order purpose, employees can find fulfillment and motivation.

"Purpose integrates who we are with what we do. It's not about the money; it's about the meaning." — Scott Mautz

Mautz outlines steps on the Path to Purpose: